This strategic HR text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.


TABLE OF CONTENTS

Part. 1 The Context of Strategic Human Resource Management
1 An Investment Perspective of Human Resource Management
2 Trends Affecting Human Resource Management
3 Strategic Planning
4 The Evolving/Strategic Role of Human Resource Management
5 Human Resource Planning
6 Design and Redesign of Work Systems
7 Employment Law

Part. 2 Implementation of Strategic Human Resource Management
8 Staffing
9 Training and Development
10 Performance Management and Feedback
11 Compensation
12 Labor Relations
13 Employee Separation
14 International Human Resource Management

Part. 3 Case Studies
Case 1 Strategic Human Resource Management at Herman Miller
Case 2 Strategic Human Resource Management at Lucent
Case 3 Strategic Human Resource Management at Praxair
Case 4 Strategic Human Resource Management at Quantum
Case 5 Strategic Human Resource Management at Sears

Index